The Nature of Motivation

Motivation is a psychological process through which unsatisfied wants or needs lead to drives that are aimed at goals or incentives.

Need & Importance

Higher efficiency Reduces absenteeism Reduces employee turnover Improves corporate image Good relations Improved morale Reduces wastages, accidents Helps overcome resistance to change

MOTIVATIONAL FACTORS
Monetary Factors Salaries & wages Bonus Incentives Special individual incentives
A)

Non-monetary factors
Status or job title Appreciation & recognition Working conditions Job security Job enrichment Workers participation Good superiors Cordial relations Training, promotion , transfers etc

TECHNIQUES OF MOTIVATION
Job Redesign: Job enrichment- process of making jobs more interesting and challenging by enabling the jobholder to exercise control over several aspects of his job. It involves: giving more freedom in deciding matters relating to work Encouraging participation Giving feedback to employees
A)

2.

3.

Job enlargement: refers to combing of various activities at a similar level into one job. It involves horizontal expansion of job activities. E.g. a receptionist is asked to handle customer complaints. Job Rotation: shifting an employee from one job to another so that monotony and boredom are reduced.

B . workers participation in management:

refers to workers involvement in the management of certain affairs. Methods= Formation of works committees Formation of quality circles Arrangement of suggestion schemes. Adopting an open door policy Consulting employees or their union representatives before making vital decisions

C. Management by Objectives (MBO)

Popularised by Peter Drucker in 1950s Stages: collectively formulating goals collectively formulating action plan evaluating the alternatives selection of the best plan implementation of the plan collectively monitoring performance

D. Quality circles
First popularised in Japan in the early 1960s. Dr. Ishikawa Kaoru (1915-89) is known as the Father of quality circles Steps: List the problems Discussion on the problems Analysis of the problems Recommendation Implementation QC members are recognised & rewarded

E. Carrot & Stick approach

It takes the view that some carrots (rewards) like pay, promotion etc, can be used for motivating people to improve their performance and at times, some stick(punishments) in the form of cut in pay, withdrawal of certain benefits etc can force people to show the desired behaviour.

F. Supportive Supervision
Superiors should provide guidance and support whenever and wherever required. They should try to maintain good relations with the workers. They must show confidence and trust in their subordinates and appreciate for the good work done by their subordinates.

G. Workers Empowerment

 THEORIES OF

MOTIVATION

NEED HIERARCHY THEORY

Maslows Hierarchy of Human Needs

Abraham Harold Maslow
According to Maslow's theory, all needs have a certain priority. Needs of one level must at least partially fulfilled before a person can realize higher needs.

Maslows Hierarchy of Needs

NEEDS General Examples SelfAchievement actualization Status Friendship Stability Food Esteem Belongingness Security Physiology Challenging job Job title Friends at work Pension plan Base salary Organizational Examples

Applying Maslows Theory to Management

At the lowest level, workers are motivated by basic needs, such as the needs for wages or salary. Basic needs also include the physical conditions in which a person works, such as heating, lighting, and noise. Once these basic needs are met, employers can address the next level of needssafety or security needs. Some of these security needs can be met by providing employees with insurance, retirement benefits, and job security. Employees need to know that in the workplace, they are safe from physical, psychological, or financial harm.

Managers meet workers social needs by providing work environments in which colleagues interact by providing opportunities for co-workers to socialize with one another by providing lunch rooms or allowing employees to attend company retreats. Status needs can be met by providing employees with signs of recognition that are visible to others, such as job titles, awards, designated parking spaces, and promotions. Managers can meet employees need for selffulfillment by providing them with opportunities to be creative at work or allow them to become involved in decision making.

THEORY X & THEORY Y

Theory X
With Theory X assumptions, management's role is to coerce and control employees. People have an inherent dislike for work and will avoid it whenever possible. People must be coerced, controlled, directed, or threatened with punishment in order to get them to achieve the organizational objectives. People prefer to be directed, do not want responsibility, and have little or no ambition. People seek security above all else.

Theory Y

With Theory Y assumptions, management's role is to develop the potential in employees and help them to release that potential towards common goals. Work is as natural as play and rest. People will exercise self-direction if they are committed to the objectives (they are NOT lazy). Commitment to objectives is a function of the rewards associated with their achievement.

People learn to accept and seek responsibility. Creativity, ingenuity, and imagination are widely distributed among the population. People are capable of using these abilities to solve an organizational problem. People have potential.

Herzbergs Two-Factor Theory of Motivation

A theory that identifies two sets of factors that influence job satisfaction:
Motivators: Job content factors such as achievement, recognition, responsibility, advancement, and the work itself. Only when motivators are present will there be satisfaction. Hygiene Factors: Job-context factors such as salary, interpersonal relations, technical supervision, working conditions, and company policies and administration. If hygiene factors arent taken care of there will be dissatisfaction.

Herzbergs Two Factor Theory

Herzberg vs. Maslow:

HERZBERGS Motivation-Hygiene Theory

Psychologist Frederick Herzberg believed that: Intrinsicnatural, realfactors are related to job satisfaction & Extrinsic factors are related to job dissatisfaction.

Herzbergs Theory contd

On the other hand, when employees were dissatisfied, they tended to cite extrinsic factors such as company policy and administration, supervision, interpersonal relationships, and working conditions. Herzberg suggested emphasizing motivatorsthose factors that increase job satisfaction, such as recognition and growth.

Hygiene Factors

Herzbergs term for factors such as:

Working conditions and Salarywhen these factors are adequate, people will not be dissatisfied, but neither will they be satisfied. These factors may eliminate job dissatisfaction but do not necessarily increase job satisfaction. Herzberg proposed that his findings indicate that the opposite of satisfaction is no satisfaction and the opposite of dissatisfaction is no dissatisfaction.

Herzbergs Theory

He believed that an individuals attitude toward his or her work can very well determine success or failure Intrinsic factors such as achievement, recognition, and responsibility were related to job satisfaction When people felt good about their work, they tended to attribute these characteristics to themselves.

David McClellands Three-Needs Theory

The three needs are the major motives in work:

The need for Achievement: (nAch) The drive to excel, to achieve in relation to a set of standards, and to strive to succeed. The need for Power: (nPow) The need to make others behave in a way that they would not have behaved otherwise. The need for Affiliation: (nAff) The desire for friendly and close personal relationships.

Findings of McClellands Theory

McClelland found that some people have a compelling drive to succeed for personal achievement rather than for the rewards of success. High achievers perform best when they perceive that they have a 50-50 chance of success. They dislike gambling when the odds are high because they get no satisfaction from happenstance (fluke or accidental) success They also dislike low odds (high probability of success) because then there is no challenge to their skills. They like to set goals that stretch themselves a little.

David McClelland David McClelland (Studies in Motivation, 1955) identified three basic types of motivating needs present in people. He shows that all three needs can be present in a person but the weight attached to each can vary. The three needs are: (a) Need for achievement - where this is high then people have an intense desire to succeed and an equally intense fear of failure. (b) Need for affiliation - where this is high people tend to seek acceptance by others, need to feel loved and are concerned with maintaining pleasant social relationships. (c) Need for power - people with a high need for power seek opportunities to influence and control others, seek leadership positions and are often articulate, outspoken and stubborn.

John Stacey Adams, workplace and behavioural psychologist, put forward his Equity Theory most popularly known as equity theory of motivation, was first developed by John Stacey Adams, a workplace and behavioural psychologist, in 1963.

John Stacey Adams proposed that an employees motivation is affected by whether the employee believes that their employment benefits/rewards are at least equal to the amount of the effort that they put into their work.

Adams categorised employment benefits and rewards as outputs and an employees work effort as inputs. Input Examples The number of hours worked by the employee An employees work responsibilities An employees work duties The work commitment demonstrated by the employee An employees loyalty An employees flexibility such as undertaking tasks at short notice The support that the employee has provided to the organisation, colleagues and line managers

Output Examples Salary Bonus Prizes Recognition of the employees contribution Positive work appraisals Work promotions Pension Employer flexibility Annual leave

Figure 14.4 Equity theory and the

role of social comparison.

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Adams stated that if an employee believes that their work outputs are not equal or greater than their inputs then the employee will become de-motivated. Adams theory includes the assertion that when an employee is assessing whether the outputs they receive are fair the employee will often compare their colleagues work inputs and outputs with their own. The comparison will often be made with an employee at a similar level in the organisation to the employee.

Figure 14.3 Comparison of Maslows, Alderfers,

Herzbergs, and McClellands motivation theories.

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